Source
In Leadership That Gets Results (Harvard Business Review, 2000) Daniel Goleman presented an analysis of data from the consulting firm Hay/McBer covering several thousand executives. He identified six leadership styles, springing from different components of emotional intelligence, and described their impact on team climate. In Primal Leadership (2002, with R. Boyatzis and A. McKee) the “authoritative” style was renamed visionary.
Six styles
| Style | Phrase | When it works | Impact on climate |
|---|---|---|---|
| Coercive | “Do what I tell you” | crisis, emergency | most negative |
| Authoritative / visionary | “Come with me” | a new direction is needed | most positive |
| Affiliative | “People come first” | healing rifts, building bonds | positive |
| Democratic | “What do you think?” | need for buy-in and ideas | positive |
| Pacesetting | “Do as I do, now” | competent, motivated team, quick results | often negative |
| Coaching | “Try this” | developing people open to learning | positive |
Conclusions
- The best results came from leaders who mastered several styles (especially visionary, affiliative, democratic and coaching) and switched between them as the situation required - like a golfer choosing a club.
- Coercive and pacesetting styles are sometimes needed, but overused they destroy motivation.
- The coaching style was used least, although its impact was clearly positive.
Assessment
The typology is practical and easy to remember, though its data come from commercial research rather than peer-reviewed publications. It complements situational leadership and Lewin's styles. See Daniel Goleman, coaching and mentoring.
Sources
D. Goleman, Leadership That Gets Results, Harvard Business Review, March-April 2000 D. Goleman, R. Boyatzis, A. McKee, Primal Leadership, Harvard Business School Press 2002